Verve Homecare Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

There was an open, honest, friendly culture within the service, and staff and leaders had a positive approach. The vision of the service was shared with staff and promoted by the management team. The management team and the staff were committed to improving the quality of life for the people they supported, enabling them to achieve positive outcomes with an empowering approach.



Health and social care professionals feedback about the management of the service and approach of staff was very positive. Comments included, “Staff are very committed to the individuals they support. They have a stable consistent staff team who are very experienced with the individual they care for” and “The senior staff have good oversight and build good trusting relationships.”

Relatives confirmed they had regular contact with the clinical leads and the management of the service. Two relatives said this had recently improved with the appointment of an additional manager and they felt more involved, and communication had ‘vastly improved’.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. They embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There were 2 registered managers. They were passionate about supporting people with learning disabilities and described a strong value base with an emphasis on promoting people's rights and preferences. This was in line with registering the right support guidance for providers and commissioners of services.

The management team along with the clinical leads demonstrated a commitment to providing people, including those with a learning disability, a high standard of care that was tailored to the person. They talked about the service being built around the person telling us it was not about the person fitting in with the service. They were committed to providing care that was individualised with a small consistent team for each person. It was clear the registered managers and the clinical leads were involved in the care. Staff had also signed up to the provider's vision and putting this into practice.

Staff had confidence in the management of the service. Comments included, “My manager is approachable”, “I had a new manager, and they wanted to do things differently. She is responsive to our needs as a team”, “My clinical lead is brilliant” and “This is a brilliant employer. They look after us and the clients. They really care.”

The provider fostered a positive culture where people and staff felt they could speak up and their voice would be heard.

Staff felt confident that the management team would address the concerns they had. A member of staff told us, “I feel comfortable in raising issues and concerns to the management and they work towards it immediately.” This was echoed by all the staff we spoke with.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff spoke positively about working for the organisation, and about the people they supported. They were enthusiastic and passionate about supporting people in a person-centred way. Staff talked about flexible working, embracing diversity and that they felt valued.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There were extensive quality assurance processes to consistently and continuously monitor all aspects of the service. The registered managers were supported by a team of clinical leads who were responsible for the day to day running of the individual services. They provided continuous feedback to the registered managers to ensure they were kept up to date with any concerns and achievements.

The quality monitoring systems were accessed electronically. This meant, at any time, the registered managers could log onto the network and view quality audits conducted by the clinical leads. They could also monitor care delivery in real time as staff used an electronic care planning tool ‘One Touch’. There was a dashboard to monitor any accidents and incidents. Alerts were sent to the management team which enabled them to monitor and ensure action had been taken to address any shortfalls and support the team.

Regular meetings were held with the individuals, relatives, staff and the management team. This enabled the senior management team to have an overview of all packages of care.

The compliance team liaised with the clinical leads in respect of training and recruitment progress of new staff. Clinical leads felt they were supported in their roles and the registered managers were well informed about each service and support for people.

The provider had recently changed their on-line training provider. The training matrix recorded a single date for mandatory training rather than listing them individually. The registered managers were aware and planning to rectify this to enable them to effectively audit training.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Health and social care professionals were positive about the way the service worked in collaboration.

The registered managers and staff were part of a number of networks and they told us they were very useful in keeping themselves and staff up to date. This included a forum for registered managers and a positive behaviour management network.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The registered managers had recently reviewed and implemented an improved training strategy. They were committed to ensure staff had the necessary skills and competence to enable them to support people. Staff described how they had used their training to improve outcomes for people such as effective communication.

Staff felt confident to make suggestions. A member of staff shared with us how the senior leadership had listened to feedback about the induction process and improvements had been made. Another member of staff told us their request for more face-to-face training rather than online had been put in place.

A nurse told us they had completed a teaching and assessing qualification, which had built on their existing experience and knowledge when training care staff. They said this had enabled them to develop and support teams in practising more effectively within their own roles.